New Four Seasons Timeshare on Disney Property and Value Oriented West Side

However, Disney siphoning off land to FS and allowing them to come onto (what used to be) Disney turf and do what Disney does is nothing like any of that. It’s not a true joint venture at all. Disney has sold out the high end resort market on Disney property in exchange for a small slice of someone else’s profits. Again, that is no JV relationship.

I don't agree. I don't think Disney has ever offered a true "luxury" experience, and I don't think that they are well positioned to. They have offered rooms at luxury prices, but I think the service has been unremarkable. I've never faulted them for this, but I've never mistaken their top line offerings for true luxury accomodations, and finding a partner to offer such an experience seems to be a good idea.

The key here isn’t the profitability or convenience of the arrangement, but the long term plan it supports. For starters, I’m not sure the long term was the primary consideration in this decision.

But how can you know that?

Secondly, if it was, I don’t like the long term plan it represent…..and I don’t think you do either, if you really search your soul. In your response to AV you showed your cards. You’d prefer that Disney keep the high end resort development to themselves. You’d prefer that Disney own and operate their own resorts and theme parks. You’d prefer that Disney was first and foremost a content provider, rather than a reseller or distributor (even though you like their involvement there). Deep down you know what Disney should be at it's core, the directions they should be striving to go in, yet they choose, time and again, to go in other directions. Despite that you continue to be an admiring onlooker.

I sort of agree. I would like Disney to maintain control of its parks, and am skeptical of arrangement that would divide that control.

That said, their hotels are another matter entirely. I'm not at all sure that controlling all hotel offerings speaks to my desire that they focus on being a content provider.

Case in point…….Something needs to be done to keep the errors from happening that require $7 billion remedies. Disney should never have let Disney Feature Animation fall into the state of disrepair it’s in. Disney should never have let Pixar (or anyone else) be the company that was on the cutting edge of animation technique. Neither of these was ever in the best long term interests of the Walt Disney Company.

I agree. But I think it unlikely that any culture change will protect the company from misteps. Henry Ford was asked by a reporter how he became so succesful. He replied that he had made a lot of good decisions. The reporter asked him how he knew to make such good decisions, and Mr. Ford replied, "Easy, I made a lot of bad decisions first."

Decisions going forward will be good and bad, and we "armchair CEO's" will have the benefit of hindsight, and the advantage of isolating the decision making from context.

It seems to me your statement should be that you feel that current Disney management is taking stop gap measures that you feel are appropriate at this point in time. However, do you really agree that moving further away from being a resort operator and creator of content is the right direction, long term, for the company?

I don't believe these are stop gap measures. I think they may be extremely sound strategic decisions that allow them to focus on core competency rather than be distracted by it.

While I agree that some decent things have been added in the last five years, maybe you could expand on what types of things you feel show a commitment to creative improvement. I think this is the core area where Disney can’t afford to fall short, but does.

That right direction thing again. I agree with you on the outcomes achieved being positive (although I don’t think they’ve been as successful in achieving them as you do), but the ends don’t necessarily justify the means, and the means are what these discussion are all about. That is what the critics here are vocal about. Look at all the things it seems even you would agree have been done wrong over the last decade, errors that needed to be remedied, decisions that have led the company away from it’s traditional core business strengths……the evidence is there…….and then ask yourself can you really afford to wholly endorse current management efforts that have improved some measures but have continued to lead the company in the same general direction that led to the admitted errors in the first place. Being critical in that regard doesn't preclude you from loving Disney, from enjoying WDW, from continuing to be an admiring onlooker of the company as a whole......heck, it makes you a better fan, if you ask me. So don't be so quick to dismiss those here that you feel are naysayers. They probably care a lot more about this company than the staunchest cheerleader. Take a look from that perspective, keep an open mind, and you'll find a lot of great discussion.

My problem with the naysaying is that it lacks context. I was thrilled to find new attractions at the parks when I visited this year. I thought they were very creatively concieved and expertly executed (Soarin' and Kilimanjaro)--these didn't strike me to be the acts of a company in creative decline.

I think the company is better focused today on its core mission and competencies then it has been in the past 15 years.
 
I think the company is better focused today on its core mission and competencies then it has been in the past 15 years.
What I think we have here is a differnce in frames of reference.

I see the last 15 years as a pretty horrible period - Disney lost all it's confidence with the opening of Euro Disney and the loss of Frank Wells. Things have been pretty much a plunge to the bottom ever since.

I judge Disney on a larger time frame. I don't compare 'Soaring' to 'Rock'n Rollercoaster' - I'm wondering where the next 'Pirates of the Caribbean' or 'Haunted Mansion' is. I don't see any reason why forty year old rides should still far outshine the latest offerings in any of the parks. Imgaine if Hollywood stopped trying to make better movies and said that 1939 is as good as it's ever going to get.

If a struggling little company that turned out The Cat from Outer Space can come up with ALL of EPCOT Center, why can't one of the world's largest mega media companies do a little more than Dino-Rama?

When Disney opened 'Pirates of the Caribbean', it was so amazing, so astouding, so I-got-to-see-this that the ride has infused itself into American culture. It's in everything from old novels (The Stepford Wives) and new movies (the joke in Jurassic Park). It inspired a young Steven Speilberg (Goonies) - people who have never even thought of going to Disneyland or Walt Disney World know about the ride.

So why can't today's Disney create something that has the same amount of impact? Surely marketing isn't the problem. Nor money. Nor is technology. All that's lacking is the desire to create grand things and the guts to tough it out.

I don't care about "Disney is better than last year". I want Disney to be better than it ever was.
 

Oh, and no, Comfort Inn has not been named specifically, but Disney is using terms like "value conscious", so it would follow that there will be chains like that coming in. Anything else would be competing directly with what Disney already has.

Sorry, think I was the first one to mention "Comfort Inn," and I did just mean it as an example of a "value conscious" brand name motel. Maybe it will be a HoJo instead, but the point is the same, it will be on Disney-owned land but it will not be a unique "Disney" resort.

Similarly, we may get a Chillis or Applebees instead of a Fridays, but they are using Disney-owned land to build a a west side clone of Crossroads/Palm Parkway, not another version of Downtown Disney as was first rumored.
 
I don't agree. I don't think Disney has ever offered a true "luxury" experience, and I don't think that they are well positioned to. They have offered rooms at luxury prices, but I think the service has been unremarkable. I've never faulted them for this, but I've never mistaken their top line offerings for true luxury accomodations, and finding a partner to offer such an experience seems to be a good idea.

I absolutely agree with you here. The only "deluxe" in their deluxe resorts is the price. Other than that, service is a crap shoot.

I think Disney should get out of the hotel business all together. The Disney powers-that-be should sell the hotels to people who actually know how to run them like Hilton or Loew's. Disney is making the same mistake with their hotels they've made with everything else. They're trying to coast on the brand name and then try to throw in a supposed perk like extra-magic hours. They aren't a perk: They're a Disney nightmare.
 
I don't agree. I don't think Disney has ever offered a true "luxury" experience, and I don't think that they are well positioned to.
Fair enough if you want to discuss whether Disney is capable of offering a high end resort, but my point was that this Four Seasons things in NOT a partnership or a JV. Disney isn't teaming with Four Seasons to develope something Disney can't do alone, working together with them to bring the high end resort to the property, and splitting the profits in accordance with established JV participation percentages. At least there is no evidence of such a teaming arrangement, nor any whispers of such. So, I don't think there is any basis for referring to this as a JV. Disney is punting. De-annexing land to turn over to Four Seasons so Four Seasons can do their own thing, most likely giving Dinse a small slice of the profits, a distribution fee is you will. Again, back to the distributor versus the resort operator thing. I don't really like it. Is Disney capable of delivering a true high end resort? Are they any less capable of that now than they were of bringing forth the Contemporary and Polynesian? If Disney was willing to put forth the effort and make the investment I suspect they could make a high end resort work.
I agree. But I think it unlikely that any culture change will protect the company from misteps. Henry Ford was asked by a reporter how he became so succesful. He replied that he had made a lot of good decisions. The reporter asked him how he knew to make such good decisions, and Mr. Ford replied, "Easy, I made a lot of bad decisions first."
But one thing good old Henry never did was decide to stop making cars of his own, picking them up from someone else and slapping the Ford emblem on them. Sure, Ford may now share a platform and some parts here or there with another manufacturer, but Ford doesn't buy a Honda lock, stock and barrel and repackage it as a Ford. Disney's failure to keep animation at the forefront of their business, to keep it's position as THE leading firm and innovator, was a whole lot more than just one bad decision among many good ones.

My problem with the naysaying is that it lacks context.
The naysaying lacks context? As we all seem to agree, there is a difference in frame of reference here. Yes, Disney is better postioned now than they have been in the past 10 or 15 years, but only looking back that far almost reeks of an absence of context. Sure, Soarin and Kilimanjaro are great attraction. However, you can find a longer list of misses over the past 15 than you can find hits.....so there is nothing wrong with expecting more than what those two rides (along with a handful of other) represent, and looking beyond just the theme park business in evaluating the company's position.

Yes, armchair quarterbacking is easy, but 30 years ago if one was to hint that in 30 years Disney wouldn't be the company at the leading edge of animation production I don't think anyone would have entertained that as any kind of possibility, much less a good thing.

I do appreciate the thoughful response. Keep up the good discussion.
 
/
I think Disney should get out of the hotel business all together. The Disney powers-that-be should sell the hotels to people who actually know how to run them like Hilton or Loew's. Disney is making the same mistake with their hotels they've made with everything else. They're trying to coast on the brand name and then try to throw in a supposed perk like extra-magic hours. They aren't a perk: They're a Disney nightmare.

The core of the problem, however, is the idea that coasting on a brand name is an acceptable strategy. Selling the hotels doesn't change that, it merely concedes to it. And if we are going to concede that, what's the point in caring about Disney?


Another Voice said:
What I think we have here is a differnce in frames of reference.
Yes, this does help a lot with understanding Jester's positions.

The problem is that neither the Disney of today nor the Disney of 10-15 years ago (in retrospect) is all that special. Flashes of quality, perhaps more or less at various times, but essentially the same guiding philosophies. The fact that they might be doing a better job of executing some of those philosophies is again, nothing special.
 
Fair enough if you want to discuss whether Disney is capable of offering a high end resort, but my point was that this Four Seasons things in NOT a partnership or a JV. Disney isn't teaming with Four Seasons to develope something Disney can't do alone, working together with them to bring the high end resort to the property, and splitting the profits in accordance with established JV participation percentages. At least there is no evidence of such a teaming arrangement, nor any whispers of such.

Since there are no details to the arrangement in the public fora, anything we have to say about its nature is pure speculation. You are suuming the darkest scenario without any cause.

Is Disney capable of delivering a true high end resort? Are they any less capable of that now than they were of bringing forth the Contemporary and Polynesian? If Disney was willing to put forth the effort and make the investment I suspect they could make a high end resort work.

The Contemporary and Polynesian were never luxury resorts. They were themed hotels with a highly desireable location. If Disney has the ability to offer a true luxury resort experience, there is nothing in the record to support it.

But one thing good old Henry never did was decide to stop making cars of his own, picking them up from someone else and slapping the Ford emblem on them. Sure, Ford may now share a platform and some parts here or there with another manufacturer, but Ford doesn't buy a Honda lock, stock and barrel and repackage it as a Ford. Disney's failure to keep animation at the forefront of their business, to keep it's position as THE leading firm and innovator, was a whole lot more than just one bad decision among many good ones.

Disney is not turning over there theme park business. Like 'old Henry' he's farming out some component parts.


The naysaying lacks context? As we all seem to agree, there is a difference in frame of reference here. Yes, Disney is better postioned now than they have been in the past 10 or 15 years, but only looking back that far almost reeks of an absence of context. Sure, Soarin and Kilimanjaro are great attraction. However, you can find a longer list of misses over the past 15 than you can find hits.....so there is nothing wrong with expecting more than what those two rides (along with a handful of other) represent, and looking beyond just the theme park business in evaluating the company's position.

I agree. More misses than hits? I guess it depends how you define them. More misses than home runs, sure. I expect that. I think that anyone who doesn't is in for along disappointing relationship.

Yes, armchair quarterbacking is easy, but 30 years ago if one was to hint that in 30 years Disney wouldn't be the company at the leading edge of animation production I don't think anyone would have entertained that as any kind of possibility, much less a good thing.

Who leads today?
 
The Contemporary and Polynesian were never luxury resorts. They were themed hotels with a highly desireable location.
Exactly, they were meant to be continuations of the park experiences - themed/cinematic environments where guests could have a long amounts of time rather than an hour. They were never "luxry" hotels, they were storytelling devices.

But Disney has forgotten that is the core of their business. The company is no longer run by showmen, but by suits. They have moved "Disney" from a creative brand to one that means "fluffly Mickey Mouse pillows".

Frankly, the market for hotels offering to buff polish the rear ends of rich is overcrowded - Four Seasons, W, Ritz-Carlton, you name it. Disney's entry here makes them weak and common. Oversized beds with sea salt facial scrub in the bath room is a dime a dozen (only the snooty factor cause's increased prices).

But people will pay huge amounts of money to be truely wowed and amazed. It's another thing Disney forgot.
 
Sorry, think I was the first one to mention "Comfort Inn," and I did just mean it as an example of a "value conscious" brand name motel. Maybe it will be a HoJo instead, but the point is the same, it will be on Disney-owned land but it will not be a unique "Disney" resort.

Similarly, we may get a Chillis or Applebees instead of a Fridays, but they are using Disney-owned land to build a a west side clone of Crossroads/Palm Parkway, not another version of Downtown Disney as was first rumored.

I don't mean to be difficult.. but I can find nothing in any of the press materials or anywhere else to indicate WHO will be the owner and WHO will be the operator of the Western Development guest accommodations.

It is not at all clear to this reader of these materials that it won't be Disney nor that it will be. To me this remains a big question mark.

Am I missing something you all are seeing?

And frankly, with a 10 year development cycle for the Western Dev... I would guess it's all highly subject to change at this point. No?

I certainly hope it's not a Crossroads Complex... That place is a ghost town. Having been there three weeks ago.. there were empty storefronts for lease etc. I would doubt that Disney would want to repeat that .. nor that companies would request to be in a duplicate ghost town just a few miles away. Crossroads as it stands today is a failure the way I see it.

De-annexing land to turn over to Four Seasons so Four Seasons can do their own thing, most likely giving Dinse a small slice of the profits, a distribution fee is you will.

We know they are de-annexing the land under the fractional and single family homes for the Four Seasons project. That seems clear for obvious taxation and voting rights reasons. What we don't know is if the resort land itself will be de-annexed? And if it will .. is that the hotel/resort only or the golf course areas too? The materials available to Joe Public at this point in time do not make any of that clear. So .. to assume they are doing so for the entire project is just that an assumption.

Disney doesn't take 'small slice' generally speaking. They would be in the drivers seat on this deal and I would be beyond surprised if this deal wasn't very advantageous for them financially. That doesn't necessarily mean its the right thing to do mind you... I'm just saying that I think your expectations of Disney's negotiating skills might be a tad lower than the reality.

Originally Posted by DisneyKidds
Is Disney capable of delivering a true high end resort? Are they any less capable of that now than they were of bringing forth the Contemporary and Polynesian? If Disney was willing to put forth the effort and make the investment I suspect they could make a high end resort work.

Disney did put forth the effort. The Grand Floridian was supposed to be a Five Star resort. As of this date, it has not received such a rating from any recognized travel industry benchmark. Travelocity and Expedia rate it as such but firmly established ol'skool travel ratings systems have not. Disney failed to achieve the 5 star rating. And it would appear they have given up trying.

Knox
 
And one of the core reasons it fails to meet that 5 star rating is because it's not closed to outside people. Disney's policy since day one has been that every guest has the rights to be on the grounds of the resorts. The resturants with the exception of V&A's have lax dress codes and the spa is open to those from other resorts.

That doesn't fit in with the Disney way.
 
Am I missing something you all are seeing?


VALUE-ORIENTED DESTINATION - MIXED-USE TOURISM DISTRICT

...

The project combines third-party branded lodging, retail and dining in a pedestrian-friendly environment and will be another example of Disney's commitment to unique placemaking. Located outside Disney's gateway around the interchange where Western Way meets the Western Beltway, early development plans include 4,000 - 5,000 low- to mid-rise, value-priced lodging units and 300,000 - 500,000 square feet of commercial space. Designed around a retail village, the development will become a convenient shopping and service center for Cast Members, nearby residents and Central Florida visitors.

It's says value-oriented, third-party branded lodging, and value-priced lodging.

I think that's what's conjuring up images of Comfort Inn and Applebee's.

Third-party is pretty clear, but I guess value oriented and priced is somewhat subjective. But if not the likes of Comfort Inn, Best Western, etc, what do you think it could reasonably mean?

Disney did put forth the effort. The Grand Floridian was supposed to be a Five Star resort. As of this date, it has not received such a rating from any recognized travel industry benchmark. Travelocity and Expedia rate it as such but firmly established ol'skool travel ratings systems have not. Disney failed to achieve the 5 star rating. And it would appear they have given up trying.

I completely agree, but that doesn't mean they should give up and bring in a 3rd party to do it, selling off at least part of the land in the process.

Really though, AV is right that they need to focus less on "new markets" and more on what made them successful in the first place. That said, I'm sure they could do both, as long as the horse is before the cart.
 
Disney doesn't take 'small slice' generally speaking. They would be in the drivers seat on this deal and I would be beyond surprised if this deal wasn't very advantageous for them financially. That doesn't necessarily mean its the right thing to do mind you... I'm just saying that I think your expectations of Disney's negotiating skills might be a tad lower than the reality.
It's not a matter of negotiating skills, it's a matter of Disney's role and objectives. The model appears to have become one of getting licensing fees, distribution fees and similar "small slices" with less capital outlay and related risks, as with Disney Stores and the Paris operations.
 
And one of the core reasons it fails to meet that 5 star rating is because it's not closed to outside people.
I keep seeing this on this thread, but is this the full story? What I hear from guests at the GF here on the DIS and such is that the resort simply doesn't offer the range and quality of amenities, and the quality of service itself, that other 5 star facilities have.
 
I keep seeing this on this thread, but is this the full story? What I hear from guests at the GF here on the DIS and such is that the resort simply doesn't offer the range and quality of amenities, and the quality of service itself, that other 5 star facilities have.

I think this is exactly right, and speaks to my earlier point.

The service experience at the GF is not much different from that at the other "deluxe" or even lower tier resorts. The "box" is different, and the size is different, but there isn't much more to it. What's more, I don't see how it makes sense that it should/could be.
 
I certainly hope it's not a Crossroads Complex... That place is a ghost town. Having been there three weeks ago.. there were empty storefronts for lease etc. I would doubt that Disney would want to repeat that .. nor that companies would request to be in a duplicate ghost town just a few miles away. Crossroads as it stands today is a failure the way I see it.

For the record, I totally agree with you. In addition to the empty storefronts (I can think of four off the top of my head), Goodings somehow manages to be both the dirtiest and most overpriced supermarket I've ever set foot in. I think failure is a fair term.

That's why I can't see using part of Walt's buffer around the theme parks to build more of the same.

Whatever the meaning of "value-oriented...third-party branded lodging, retail and dining" (and that actually sounds more like McDonalds than even Applebees), it's definitely not the next Adventurer's Club or Once Upon a Toy. Rather than build something with a "wow" factor, Disney is content to be a landlord to the next inevitable central Florida strip mall.
 
Since there are no details to the arrangement in the public fora, anything we have to say about its nature is pure speculation. You are suuming the darkest scenario without any cause.
Well, gee, I could have trotted out this same statement (albeit with "brightest scenario") when you started throwing around the whole Joint Venture concept. However, that wouldn't have done much to further the discussion. We both have to assume facts not in evidence, but based on the types of deals and arrangements that Disney has undertaken in the recent past it is much more reasonable to assume that this will be another distribution deal. Let Four Seasons have the land, take the risk, build the resort......while Disney gets a fee for allowing it to exist on the grounds of WDW, possibly having a hand in the marketing as well. There are no examples of Disney truely partnering with a firm in Joint Venture on much of anything, where Disney has a hand in the development and building (read: creation), contributes significant capital, assumes significant risks, and shares accordingly in the profits. Your assumption that that is going to be the case is far less grounded in the reality of Disney's business practices than my scenario. 99% of what we talk about here is speculation, but let's at least try to base it on some anecdotal evidence. I see more of such evidence to support my speculation than yours. If you prefer not to speculate then I suppose it gets very quiet around here, very quickly.
The Contemporary and Polynesian were never luxury resorts. They were themed hotels with a highly desireable location. If Disney has the ability to offer a true luxury resort experience, there is nothing in the record to support it.
But you missed the point. I didn't say the CR and Poly were luxury resorts. The point is that back in the late 60's and early 70's, if one were to say that Disney had the ability to offer a themed hotel in a highly desireable location, there would be nothing in the record to support it. Afterall, The Disneyland Hotel was not a Disney product. It was designed and built by someone else, with Disney getting a piece of the action. Since Disney didn't have the money to bring the Disneyland Hotel to fruition a deal was cut with Jack Wrather to build and operate the hotel. It wasn't until 1988, after Wrather died, that Disney was able to acquire ownership. So I suppose one could say that in the past Disney did farm out hotel developement to someone else. But that was the very first hotel, in a day and age when Disney didn't have the resources available to do it themselves (otherwise they would have). The entire point of the Florida Project was to have a do over, so as to avoid the mistakes made in California. What Disney is now doing doesn't hold true to that intent....and it isn't like Disney doesn't have the money to do it themselves these days. But back to my point, just like Disney had no experience in building themed hotels when WDW was conceived (any hotels, really), today they have a wealth of experience in owning an operating hotels, but are unwilling to take the risk themselves to create a true luxury resort on property. That risk averse posture can be seen so many places throughout Disney today, and while it does mitigate risk, it limits the opportunities for the company to develop things today that will add to the company's legacy and ability to make the same strides over the next 50 years as they have over the last 50.
Disney is not turning over there theme park business. Like 'old Henry' he's farming out some component parts.
There goes Evita again, turning a blind eye ;).
Who leads today?
Sure, after overpaying an inflated price of $7 billion the leading animation unit falls under Disney. A seperate vertical silo within Dinsey that will have nothing to do with Disney Feature Animation. That, as opposed to having invested far less over time to have Disney Feature Animation maintain their position in the first place. You may be satisfied with all of that, but I'm not.
We know they are de-annexing the land under the fractional and single family homes for the Four Seasons project. That seems clear for obvious taxation and voting rights reasons. What we don't know is if the resort land itself will be de-annexed? And if it will .. is that the hotel/resort only or the golf course areas too? The materials available to Joe Public at this point in time do not make any of that clear. So .. to assume they are doing so for the entire project is just that an assumption.
Information available about the project indicates that the single family homes, along with fractional ownership homes, will be located within the golf community. I'm sure it will be similar to other Four Seasons resorts where the single family and fractional ownership homes are located along the golf course, with the Resort Hotel as a centerpiece. I highly doubt that the homes will be located on a seperate tract of land that can easily be seperated from the rest of the resort. I'm sure Four Seasons isn't signing on to do something that falls outside of their existing, successful model. It's hard to imagine they could de-annex one piece without de-annexing the whole. Again, if we don't have assumptions we all have nothing. It's all about making the most logical and well supported assumptions with the information and experience we do have available.
 
The core of the problem, however, is the idea that coasting on a brand name is an acceptable strategy. Selling the hotels doesn't change that, it merely concedes to it. And if we are going to concede that, what's the point in caring about Disney?

There are some areas of expertise that should be conceded.

Disney's product is pixie-dust. That's what they sell and, IMO, their problems started when they decided they didn't want to sell pixie-dust. For some inexplicable reason, businesses do that all the time.

Then businesses make the 2nd great mistake in deluding themselves into thinking they can do anything and do it successfully.

That's Disney's problems in a nutshell.

OTOH, food and lodging are not pixie-dust. No amount of theming is going to make bad food and bad service better. So maybe the solution is to have Disney theme the hell out of the hotels, but leave the nuts and bolts to the professionals. Frankly, I have no problem with that. My problem is when I pay deluxe prices for a prettier Best Western.
 













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